Results of 2024 in numbers

Beverage production in 2024 reached 481 million litres. The record volume of 445 million litres fell on our plant in Prague-Kyje, while in Teplice nad Metují we produced 36 million litres. We sold a total of 472 million litres of beverages on the Czech and Slovak markets. Within this volume we saw growth in new segments, with consumers indulging in a record 47 million cups of coffee and a record 3 million litres of premium alcoholic beverages.

In 2024 we served 40,695 customers.

Corporate governance and ownership structure

Coca-Cola HBC Czech Republic and Slovakia is a limited liability company with its registered office in Prague – Českobrodská 1329. In Slovakia, it operates through a branch office located at Kalinčiakova 33, Bratislava. Dimo Dimov is the CEO and sole Managing Director of the Company, who also heads the Slovak branch. Other members of the management acting, for example, in contractual relations act on the basis of a power of attorney. The Company’s top management is represented by an eleven-member team – the so-called Senior Leadership Team (SLT) comprising the directors of each department. Michal Dyttert was responsible for sustainability within SLT in 2023.

Coca-Cola HBC Czech Republic and Slovakia is part of the Coca-Cola HBC AG Group, headquartered in Zug, Switzerland. The parent company’s shares are listed on the London and Athens stock exchanges. A dividend of EUR 0.93 (CZK 23.25) per share was paid to shareholders in 2024.

The ownership structure remains stable: 21% of the shares are held by The Coca-Cola Company, 23% by the founding company Kar-Tess Holding and the remaining 56% are free float. Details are available in our investor centre here.

Company strategy

Risk management

In 2024 we identified and managed business risks through our internal ERS system. This tool allows us to identify potential threats that may affect the achievement of our strategic objectives. At the same time, proper management of specific risks is used by the system to find competitive advantages by addressing them. The system is part of a broader corporate resilience framework, coordinated at group level by the Chief Risk Officer in cooperation with local colleagues in the Czech Republic and Slovakia. On a monthly basis, identified risks are presented to the Senior Leadership Team and recorded in a shared register, where they are further monitored and addressed according to their importance. Twice a year, the corporate resilience team attends an international conference on key trends and risks. The ERS is followed by the IMCR (Incident Management and Crisis Resolution) programme, which defines rules for anticipating, monitoring and managing crisis situations, including their communication. Regular extensive training of the local IMCR team took place in May.

Innovation and quality

In 2024 we launched a number of significant product innovations that respond to consumer preferences and category developments. These included the launch of Jack & Coca-Cola and Jack & Coca-Cola Zero in 330 ml cans, which expanded our range for adult consumers. We have added Fanta to the Fanta Orange/ZERO brand portfolio in new sizes and the limited edition Fanta Halloween. For the Kinley brand, we have introduced the Grape flavour in three packaging types (PET, CAN and RGB), while introducing brand new brands such as Three Cents. We also expanded the Cappy range with smaller Kids packs and continued to develop the VitaminWater portfolio with an emphasis on the functionality of the  Defence, Fiber option.

The emphasis on quality remains one of our key principles. The beverages undergo laboratory control and sensory testing to ensure they reach the consumer in top condition. Quality is further ensured by water treatment systems, regular sanitation of production lines and certification of all raw material suppliers. In 2024 we only recorded 23 consumer complaints for further inquiry in the Czech Republic and Slovakia.

Nutrition and product labelling

The category of low-calorie and non-calorie beverages has a strong place in our strategy. In the carbonated soft drinks segment, low-calorie variants such as Coca-Cola Zero represented 18.4% of the volume of beverages sold. ‘Zero’ products were also among the important innovations we launched during the year.

In the Czech Republic, the average calorie per 100 ml of carbonated soft drinks was 31.55 kcal/100 ml per. In Slovakia, it was 32.85 kcal/100 ml.

We do business ethically

Employees can report violations of the Code of Conduct via an online form, directly to the Legal Department, People & Culture or anonymously via the Speak-up! link. All suggestions are carefully examined. In 2024 there were 10.

In 2024 there were two court proceedings (passive litigation) registered in the Czech Republic, which were in the pending phase at the end of the year. There was no pending passive litigation in Slovakia.

We protect personal data in accordance with the GDPR and have a standard operating procedure for data breaches. Employees can easily access information about the processing of their data on the intranet. During 2024 we did not experience any incidents involving data breaches. Compliance with GDPR rules is part of regularly recurring training.

Responsible marketing

Our suppliers

The purchase of packaging material is carried out in accordance with a purchasing policy defined at Group level. Packaging is divided into primary and secondary. Primary packaging suppliers must also comply with KORE requirements and be authorised by the brand owner and an LoA, including FSSC 22000, GMP and ISO 14001. Suppliers are selected on the basis of tenders, which are carried out every 3 years. They are regularly assessed. The selection criteria are quality, price, delivery conditions and sustainability.

Communication with stakeholders

Customer experience continued to be actively developed in 2024 by our sales representatives, who communicate with partners in the field on a daily basis. We again measured the willingness of cooperating companies to recommend our Company through the Net Promoter Score (NPS), which reached 58% based on responses from 2,260 customers. This represents a year-on-year increase of 28 percentage points. The most frequent suggestions for improvement from customers included comments on product availability and pricing, while customer support and listening to customer needs were highly positively evaluated.

In 2024 we continued to develop internal communications that connect employees across locations and departments. We use a wide range of channels for this – from email, internal TV, intranet and bulletin boards to Company events, face-to-face meetings and a closed Facebook group. The intranet was switched to the new Intranet Refresh format this year. This new tool is designed to turn the passive reader into an active employee. In the last quarter of 2024, the Engamement Rate and the average time spent on the intranet increased due to this change. The average time was even up 203% from last year.

We have held VOX Company-wide meetings six times in a hybrid format, where management regularly shares key information on the Company’s strategy, results and plans. Employees could ask questions both in advance and live during the broadcast – anonymously or under their own name.

We met with the families of our employees

This year’s Family Day was all about the Marvel universe – and it was an experience to remember for a long time. In Prague and Bratislava we welcomed employees with their families who enjoyed a day full of fun, games, competitions and themed stations inspired by their favourite heroes. Children completed tasks, collected stamps and were rewarded at the end – just like in any good comic story. The events also included a fundraiser for our internal Coca-Cola HBC Angels programme, which helps colleagues in challenging life situations.

Contact with the public

We maintain regular contact with the communities around our production plants – whether they are civic associations, non-profit organisations or local government representatives. Through this dialogue, we get direct feedback on activities that affect the daily lives of our neighbours and can effectively support their sustainable development efforts. In 2024 we were active in the Prague 14 district through the Public Engagement Council, where we were represented. In Teplice nad Metují communication took place directly with the town management.

Audits and reporting

In terms of financial audits we underwent the following again in 2024: a comprehensive external audit by PWC, an internal group audit focusing on selected financial areas and a series of quarterly internal reviews. We successfully completed all of these audits with no findings of violations of the monitored rules. Risks identified during audits are continuously addressed by authorised employees so that they do not develop into problems in the following periods.

For non-financial reporting, in addition to audits to ISO standards and other external quality and sustainability standards mentioned in the social and environmental pillar sections above, we conduct a number of internal quality audits of the Coca-Cola system. Among the most extensive audits is the so-called GAO (Global Audit Organisation) audit. Our inputs to the Group Integrated Annual Report are also audited on a regular basis. It summarises ESG issues at group level and for 2024 can be viewed here.

For internal reporting we use the integrated Power BI system, which provides up-to-date dashboards with the results of both financial and non-financial indicators. In this way the current results can be evaluated regularly and clearly. For example, the Company’s community activities are also reported on a monthly basis.

ISO and other compliant standards in this area:

• ISO 9001 – Quality management system
• ISO 22000 – Food safety management
• FSSC – Food quality certification